College of Businesshttp://hdl.handle.net/1957/81482015-03-31T18:18:48Z2015-03-31T18:18:48ZExploring supply management status, internal collaboration and operating performanceHartley, Janet L.Brodke, MichelleWheeler, Jane V.Wu, ZhaohuiSteward, Michelle D.http://hdl.handle.net/1957/537922014-11-12T20:15:01Z2014-06-01T00:00:00ZExploring supply management status, internal collaboration and operating performance
Hartley, Janet L.; Brodke, Michelle; Wheeler, Jane V.; Wu, Zhaohui; Steward, Michelle D.
An important internal link in the supply chain is between supply managers and their internal customers. These individuals must collaborate to determine purchase specifications, develop sourcing strategies, ensure supplier performance, and maintain effective supplier relationships. Using power and social networking as the theoretical lenses, we develop and test a conceptual model examining the supply management function’s status, supply manager’s networking behavior, collaboration with the internal customer, and operating performance (lower cost, better quality, faster delivery, and consistent delivery). We also examine the mediating effect of collaboration and networking behavior on the positive effect of status and operating performance. Data gathered in an online survey of supply management professionals are examined using path analysis. Results show that without including the mediators, supply management status is directly related to all four operating performance measures. It is also positively related to collaboration with the internal customer and networking behavior. Contrary to expectations, the supply manager’s networking behavior is not related to collaboration with the internal customer. Collaboration is positively related to all four operating performance measures. However, the supply manager’s networking behavior is only related to one operating performance measure, better quality. Mediation analysis shows that supply management status has a direct effect on faster delivery performance beyond what is explained by collaboration and the supply manager’s networking behavior. The findings suggest that organizations should look for ways to elevate the status of the supply management function to improve internal collaboration and operating performance.
This is an author's peer-reviewed final manuscript, as accepted by the publisher. The published article is copyrighted by Springer and can be found at: http://link.springer.com/journal/12063
2014-06-01T00:00:00ZToward Greater Understanding of the Pernicious Effects of Workplace EnvyVeiga, John F.Baldridge, David C.Markoczy, Liviahttp://hdl.handle.net/1957/531602014-10-22T00:45:24Z2014-01-14T00:00:00ZToward Greater Understanding of the Pernicious Effects of Workplace Envy
Veiga, John F.; Baldridge, David C.; Markoczy, Livia
Despite the fact that envy is widely viewed as one of the most pernicious and dysfunctional workplace emotions, research has ignored its longer-term consequences. This oversight can largely be attributed to over reliance on the relatively static affective events framework that does not account for how envy-eliciting events can threaten an individual’s perceptions of social standing or trigger emotional schema from previous events. Hence, we propose an extension of this framework in order to address these shortcomings and in order to account more fully for the cumulative effects of prior envy-eliciting events. In particular, by integrating insights from social comparison and emotional schema theories into the current framework, we offer a deeper, more fine-grained explanation of the cumulative effects of emotionally congruent envious episodes. We believe that these additional insights will offer a perspective, for researchers and practitioners alike, into how envy-eliciting events can result in more malicious and chronic behavior. Future research and managerial implications are discussed.
This is an author's peer-reviewed final manuscript, as accepted by the publisher. The published article is copyrighted by Taylor & Francis and can be found at: [http://www.tandfonline.com/toc/rijh20/current#.VEb6wmNPJm0.
2014-01-14T00:00:00ZThe Marketization of Religion: Field, Capital, and Consumer IdentityMcAlexander, James H.Dufault, Beth LeavenworthMartin, Diane M.Schouten, John W.http://hdl.handle.net/1957/530852014-10-20T21:03:23Z2014-08-06T00:00:00ZThe Marketization of Religion: Field, Capital, and Consumer Identity
McAlexander, James H.; Dufault, Beth Leavenworth; Martin, Diane M.; Schouten, John W.
Certain institutions traditionally have had broad socializing influence over their
members, providing templates for identity that comprehend all aspects of life from
the existential and moral to the mundanely material. Marketization and detraditionalization
undermine that socializing role. This study examines the consequences
when, for some members, such an institution loses its authority to structure
identity. With a hermeneutical method and a perspective grounded in Bourdieu’s
theories of fields and capital, this research investigates the experiences of disaffected
members of a religious institution and consumption field. Consumers face
severe crises of identity and the need to rebuild their self-understandings in an
unfamiliar marketplace of identity resources. Unable to remain comfortably in the
field of their primary socialization, they are nevertheless bound to it by investments
in field-specific capital. In negotiating this dilemma, they demonstrate the inseparability
and co-constitutive nature of ideology and consumption.
This is the publisher’s final pdf. The published article is copyrighted by the Journal of Consumer Research, Inc. and published by the University of Chicago Press. It can be found at: http://www.jstor.org/page/journal/jconsrese/about.html.
2014-08-06T00:00:00ZLinking the formal strategic planning process, planning flexibility, and innovativeness to firm performanceDibrell, ClayCraig, Justin B.Neubaum, Donald O.http://hdl.handle.net/1957/529312014-10-14T00:17:38Z2014-09-01T00:00:00ZLinking the formal strategic planning process, planning flexibility, and innovativeness to firm performance
Dibrell, Clay; Craig, Justin B.; Neubaum, Donald O.
This study explores the link between financial performance and the formal strategic planning process, planning flexibility, and innovativeness of 448 firms in a multi-industry sample. The results suggest that firms’ formal strategic planning processes and planning flexibility are positively associated, and each is positively related to innovativeness. In addition, innovativeness fully mediates the relationships between firm performance and the formal strategic planning process and planning flexibility.
This is an author's peer-reviewed final manuscript, as accepted by the publisher. The published article is copyrighted by Elsevier and can be found at: http://www.journals.elsevier.com/journal-of-business-research/.
2014-09-01T00:00:00Z